Examples of Employee and Customer Perspective Measures (March 2008)

The USDA performance appraisal program description requires that performance plans for
supervisors take into consideration employee and customer perspective. Departmental
Regulation (DR) 4040-430, effective on 10/01/07, is applicable to all agencies. This
requirement is stated in Section 9.a. (2) (b) of the DR. The following examples show some
employee and customer perspective measures.

Employee Perspective – The employee perspective focuses attention on the

performance of key internal processes that drive the organization, including
employee development and retention. The perspective directs attention to the basis
of all future success – the organization’s people and infrastructure.

Example 1
Seeks employee feedback to identify needs and expectations and considers employee
perspective when making decisions affecting employees to develop a well-informed staff who
are effective and efficient implementers of management decisions.

Example 2
Considers the employee perspective when planning employee development and training
goals/requirements and internal standard operating procedures. Encourages employees to
participate in the annual human capital survey to assist the agency in measuring its’ success
in improving its performance goals and objectives.

Example 3
Feedback from staff indicates that they understand the agency’s direction, the goals and their
role in achieving these goals; understand what is expected of them; were involved in
developing their performance plans; understand how well they are performing and where they
need to improve; have performance plans that accurately reflect their performance measures;
have the necessary tools and resources to accomplish their work; where they do not have
what they need, they understand why; have the skills and knowledge they need to do their
jobs, or a plan to obtain them; are acknowledged and appreciated for good performance.

Example 4
Analyzed feedback received from employees from the Federal Human Capital Survey
(FHCS)/the Annual Employee Survey (AES) or other feedback mechanisms (focus groups/1-
on-1 discussions) and develops action plans to improve future survey results/employee
satisfaction.

Additional examples from other agencies shared by the Office of Personnel Management:

• Implement action plan to ensure the agency is rated in the top 50% of agencies
surveyed in the 2006 Federal Human Capital Survey (FHCS) and in the top five
agencies in the 2008 FHCS. Obtain employee feedback that indicates the plan is
working.

• Takes into account employee perspective and encourages employees to develop

creative and effective ways to successfully accomplish the organization’s goals and
objectives.

• Proactively seeks and listens to employees and objectively considers others’ ideas and
opinions, even when they are in conflict with one’s own.

1
Customer Perspective – Customer perspective measures consider the organization’s
performance through the eyes of its customers, so that the organization retains a
careful focus on customer needs and satisfaction. To achieve the best in business
performance, agencies must incorporate reasonable customer needs and wants
consistent with the agency’s mission and must take them into account as part of
their performance planning.

Example 1
States/stakeholders are engaged in program priorities; problems and issues of mutual concern
are identified and resolved collaboratively. Key messages and information are communicated
effectively to States, other stakeholders, and the public through statements to the press,
promotional events, and other strategies as applicable. Engages in dialog with advocates and
public interest groups in the region to further agency goals and priorities and to hear and
respond to issues that may be raised.

Example 2
Internal and external stakeholder needs and expectations are considered in making decisions,
devising solutions, and resolving conflicts. Those consistent with corporate priorities are
included in plans and commitments, and are monitored for success in achieving satisfactory
results.

Example 3
Feedback from customers indicate satisfaction with the quality of service delivered, including
that the service was provided in a collaborative manner and met the customers’ needs; and
the quantity and quality of information delivered, including that the information provided
increased the customers’ understanding of the agency’s programs.

Example 4
Feedback from customers indicate that you demonstrated active listening to understand their
needs; provided services/solutions that addressed their needs; worked collaboratively with
them to address their needs; provided assistance when needed and the assistance provided
was useful to them/made them more productive; handled interaction professionally; and
maintained a positive working relationship by communicating and support agency goals,
priorities, and positions to support accomplishment of agency mission and goals.

Additional examples from other agencies shared by the Office of Personnel Management:

• Ensure 95% of customer requests are filled within timeframes and with less than 5%
error. Proactively seeks and listens to customer and employees and objectively
considers others’ ideas and opinions, even when they are in conflict with one’s own.

• Proactively respond to customer and workforce feedback and take appropriate actions
to resolve concerns and issues within 30 days of receipt to maximize effectiveness.

• Drive a customer-centric attitude through the DCMA-IT, by 11/30/07 reduce the

average time Help Desk trouble tickets are open by 7%, as measured by the
automated Help Desk ticketing system.

• Satisfies customer needs through quality products and responsive service. The
customer survey responses are excellent or good at least 65% of the time. Results
are tracked monthly on the balances scorecard reviewed by the Agency Director.